From these different organizational options, ‘processual ambidexterity’ is the most
relevant for strategic innovation functions, as it allows them to combine exploration and
exploitation within their unit to leverage competitive advantages from the existing
business to develop new competitive advantages for the future business

INOVAÇÃO EFICIENTE

GOALS
Definir um domínio muito próximo as capacidades

Critérios Estratégicos:
Canvas da Inovação (identificação de barreiras)

Objetivos da Inovação:
Aumentar a receita
Aumentar a atuação em clientes existentes
Ofertar IaaS para segmentos especificos

Morphological Box

Lean Startup, Centrado no Usuário

Inovação como Startup (greenfield)

Muita idéias
Grande chance de insucesso

Sem escala, DB não aderio ao processo

VROOM

MIRA

IDENTIFICAR OS PROBLEMAS

IDENTIFICAR INOVAÇÕES POTENCIAIS A SEREM ESTUDADAS OU PIVOTADAS PARA O CONTEXTO

Metodos lentos e de alto investimento que correm grande risco de ficarem defasados, ao serem superados por estratégias focas no cliente (startups)

P&D, Linhas de Pesquisa, etc

Inovação Incremental, lenta (grande chance de ser superado por Startup)

Inovação Eficiênte

Customer Fit + Company Strenght = traction
(or scaling)

Chance de Sucesso 1:8

Outsource Inovação para penquenas unidades (tipo,Startup)

Chance de Sucesso 1:17.000

Capacidade (Fortalezas)

Novas opotunidade (Necessidades do Usúario)

Grande chance de insucesso

Inovação Incremental, lenta (grande chance de ser superado por Startup)

‘We are organised in such a way that we have a very clear search strategy and a clear orientation as to where we want to go. And this strategic orientation is always ultimately a guideline for action and a benchmark for what we are looking for’

‘We are an authentic part of the technology ecosystem but feel equally at home in the corporate environment. By linking both worlds, we discover unique potentials and build bridges to use them

‘[The new business] should already be something where we have some kind of Unfair Advantage that we can leverage. In any form. It doesn't just have to be assets that we own as a company, but maybe also a partnership that we have with a supplier or with other companies, that exist there’

Clusters de Inovação

Relevant organizational
characteristics involve specifically a relevant set of dynamic capabilities and
corresponding organizational levers for their establishment and application, including a
strategic frame, interlinked structures, agile governance, available resources, systematic
processes and methods, suitable skills and competencies, and an empowering working
environment. Together, these allow to leverage existing competitive advantages to
develop future business for the strategic renewal of the parent company.

Summarized as P3, this includes
specifically organizational measures for an agile Portfolio management,
systematic Process, and supporting organization of the involved People.

‘when we set up an innovation team, we spent three months basically focused on strategy. We connected [the companies] business strategy to our incubation delivery to make sure there was a crossover’ (#10). Subsequently, the continuous iteration of strategy defines and aligns more specific strategic search fields for the innovation activities: ‘Once we've got a first working title, a first search field, we then challenge that with the strategy team’ (#14). Thus, the planned innovation logic results from the combination of strategy and innovation: ‘The way that we approached it, was aligning innovation to our strategic goals and setting out our view of the future and the strategic objectives of innovation. So straight from the outset, trying to intertwine strategy and innovation in one entity’

Como interpretar esta visualização textual para desenhar:

Dicas para um Design Visual: